The validation of a measure of organisational energy in the South African context

• Main Authors: Lynne Derman, Nicolene Barkhuizen, Karel Stanz
• Format: Article
• Language: English
• Published: AOSIS 2011-09-01
• Series: South African Journal of Human Resource Management
• Subjects: demographic characteristics; energy; financial institution; lifestyle variables; organisational energy
• Online Access: https://sajhrm.co.za/index.php/sajhrm/article/view/308

Orientation: Previous research has highlighted the need to examine the relationship between people and organisations. This perspective facilitates the study of organisational energy. Research purpose: The purpose of this research was to validate a measure of organisational energy in the South African context and to investigate whether there are differences in organisational energy as perceived by employees based on their demographic characteristics and lifestyle variables. Motivation for the study: Managing energy in organisations is important as it drives motivation, powers teamwork, fosters creativity and gives organisations a competitive edge (Schiuma, Mason & Kennerley, 2007). Limited empirical research currently exists on the phenomenon of energy in organisations. Research design/approach method: The researchers used a cross-sectional survey design, with a convenience sample (N = 520) of employees in a South African financial institution. The researchers administered the EnergyScapes Profile. Main findings: Exploratory factor analysis resulted in a one-factor structure for the EnergyScapes Profile. The scale, labelled organisational energy, showed acceptable internal consistency. The researchers found statistically significant differences in the organisational energy levels of employees based on age, tenure, geographical region, relaxation, hypertension and diabetes, depression or psychosis. Practical/managerial implications: The research provides valuable insight for practicing managers about understanding the concept of organisational energy and encourages leaders to question the energy of their employees. Contribution/value-add: The insight the researchers gained by studying the concept of organisational energy contributed in a unique way and showed the importance of considering organisations as dynamic and interactive with the people that work for them.